Human Resource Development

Definition of HRD
• A set of systematic and planned activities
designed by an organication to provide its
members with the necessary skills to meet
current and future job demands.
 THE NEED EOR HRD:
BUSINESS AND ECONOMICS CHANGED

• HRD can be ‘a platform for organisational

transformation,

• a mechanism for continuous organisational and

individual renewal

• and a vehicle for global knowledge transfer’.

 THE NEED EOR HRD

• Implementing a new policy

• Implementing a strategy
• Effecting organisational change
• Changing an organisation’s culture
• Meeting changes in the external environment
• Solving particular problems
 THE NEED EOR HRD:
TECHNOLOGICAL CHANGES

• Technological change creates requirements for

training and development
 THE NEED EOR HRD:
ORGANISATIONAL CHANGE
• Organisations that work in less time will have a
competitive advantage.
• A customer and quality focus will permeate
tomorrow’s superior organisation.
• The arena for an organisation’s planning and action
will be global.
• Business strategies now depend on quality anr
versatility of the human resource.
• Work structure and resign will change dramatically.
 THE NEED EOR HRD
:SOCIAL,LEGEL & OTHER CHANGES
• Social attitures, legal requirements, industrial
relations and so on generate training and
development needs.
• They demand new skills in the workplace
Training & HRD Process Model
 Needs Assessment Phase

• Establishing HRD priorities

• Defining specific training and objectives
• Establishing evaluation criteria
 Design Phase

• Selecting who delivers program

• Selecting and developing program content
• Scheduling the training program
 Implementation Phase

• Implementing or delivering the program

 Evaluation Phase

Determining program effectiveness – e.g.,

• Keep or change providers?
• Offer it again?
• What are the true costs?
• Can we do it another way?
 Critical HRD Issues

• Strategic management and HRD

• The supervisor’s role in HRD
• Organicational structure of HRD
 Strategic Management & HRD

• Strategic management aims to ensure

organicational effectiveness for the
foreseeable future – e.g., maximicing
profits in the next 3 to 5 years
• HRD aims to get managers and workers
ready for new products, procedures, and
materials
 Supervisor’s Role in HRD

• Implements HRD programs and

procedures
• On-the-job training (OJT)
• Coaching/mentoring/counseling
• Career and employee development
• A “front-line participant” in HRD
 Organicational Structure of HRD
Departments
• Depends on company sice, industry and
maturity
• No single structure used
• Depends in large part on how well the
HRD manager becomes an institutional
part of the company – i.e., a revenue
contributor, not just a revenue user
 HR Manager Role
• Integrates HRD with
organicational goals
and strategies
• Promotes HRD as a
profit enhancer
• Tailors HRD to
corporate needs and
budget
• Institutionalices
performance
enhancement
 Challenges for HRD

• Changing workforce demographics

• Competing in global economy
• Eliminating the skills gap
• Need for lifelong learning
• Need for organicational learning